Learys Interaction profile

1
Learys Interaction profile

• Two ways that define interaction patterns
• Signals that one sends out to others on what role
  they are playingeg. leader or follower
  
• Signals that train others to deal with me in
  specified wayseg. treat me with respect.

LEARY. THE THEORY AND MEASUREMENT METHODOLOGY
OF INTERPERSONAL COMMUNICATION
INDIVIDUAL AS PROVOK
ES BSACTS/CLUES BEHAVIOR THAT SUPORTS/EXAG
GERATES AS INITIAL CLUES
2
Stability of roles

• Role definitions for oneself Stable with the
  pathological type being rigid
  
• Training of others in reciprocal (responding)
  roles is less stable. Pathological personalities
  have a greater consistency in role responses of
  others. Those with narrow and rigid patterns
  train others who are more flexible.

3
Flexibility of role definitions

• Normal and functional One has a range of
  flexibility in defining roles that are
  appropriate for different situations.
  
• Pathological and rigid Narrow and rigid
  definition of roles carried over to all
  situations. As a corollary, the roles are honed
  down and polishedeg. the autocrat verbal and
  nonverbals reinforce each other to sharply define
  the role.

4
Rigidity of Roles(variable) to Pathological
(rigid)

• Manage/direct
• Managerial----------------------------Autocratic
• Compete/act competent
• Competitive---------------------------Exploitative
  
  
• Directness
• Blunt-----------------------------------Aggressive
  
  
• Helping behavior
• Responsible---------------------------Overly
  generous
  
• Accommodating differences
• Cooperative---------------------------Over
  conventional
  
• Ego
• Modest--------------------------------Self
  effacing
  
• Attitude to authority
• Respect----------------------------------------Doc
  ile/conforms
  
• Evaluative
• Skeptical-------------------------------------Dist
  rustful

5
Conceptual Tools for the Change-Agent
SUPPORT, SYMPA-THIZE, TREAT GENTLY
AFFEC-TIONATE, FRIENDLY ACTIONS
AGREE, PARTI-CIPATE, COOPERATE
HELP, OFFER, GIVE
ASK HELP, TRUST
N
M
GUIDE, ADVISE, TEACH
L
O
K
P
RESPECT, ADMIRE, CONFORM
J
MANAGE, DIRECT, LEAD
A
I
DO ONES DUTY OBEY
B
ACT CONFI-DENTLY
H
C
ACT SHY OR SENSITIVELY BE MODEST
G
D
COMPETE, ACT ASSER-TIVELY
F
E
REALISTIC WARINESS, BE SKEPTICAL
AGGRES-SIVE, FIRM ACTIONS
REALISTIC A JUSTIFIED REBELLION, UNCONVEN-TIONAL
FRANK, FORTH-RIGHT, CRITICAL ACTIONS
6
Conceptual Tools for the Change-Agent
PROVOKES LOVE
PROVOKES ACCEPTANCE
PROVOKES TENDERNESS
SUPPORT, SYMPA-THIZE, TREAT GENTLY
PROVOKES TRUST
AFFEC-TIONATE, FRIENDLY ACTIONS
AGREE, PARTI-CIPATE, COOPERATE
HELP, OFFER, GIVE
PROVOKES HELP
PROVOKES RESPECT
ASK HELP, TRUST
N
M
GUIDE, ADVISE, TEACH
L
O
K
P
PROVOKES ADVICE
RESPECT, ADMIRE, CONFORM
PROVOKES OBEDIENCE
J
MANAGE, DIRECT, LEAD
A
I
B
DO ONES DUTY OBEY
ACT CONFI-DENTLY
PROVOKES LEADERSHIP
PROVOKES INFERIORITY
H
C
ACT SHY OR SENSITIVELY BE MODEST
G
D
COMPETE, ACT ASSER-TIVELY
F
E
REALISTIC WARINESS, BE SKEPTICAL
AGGRES-SIVE, FIRM ACTIONS
PROVOKES ARROGANCE
PROVOKES DISTRUST
REALISTIC A JUSTIFIED REBELLION, UNCONVEN-TIONAL
FRANK, FORTH-RIGHT, CRITICAL ACTIONS
PROVOKES REJECTION
PRO PASSIVE RESISTANCE
PROVOKES PUNISHMENT
PROVOKES HOSTILITY
7
Conceptual Tools for the Change-Agent
COOP
OVERGENEROUS
OVER-
SEEKS FRIENDLY FEELINGS FROM OTHERS, EFFUSIVE
ACTIONS
PITY, DOTE ON, SOFT-HEARTED BEHAVIOR
CONVENTIONAL
RESPONSIBLE
OVER-CON-VENTIONAL, AGREE AT ALL TIMES, COMPROMISE
TAKES RESPONSIBILITY COMPULSIVELY, HYPERNORMAL
ACTIVITIES
DOCILE
PROVOKES LOVE
PROVOKES ACCEPTANCE
PROVOKES TENDERNESS
AUTOCRATIC
CLING TO, BEG AID, DEPEND ON
SUPPORT, SYMPA-THIZE, TREAT GENTLY
PROVOKES TRUST
SEEKS RESPECT COMPULSIVELY, PEDANTIC, DOGMATIC
ACTIONS
AFFEC-TIONATE, FRIENDLY ACTIONS
AGREE, PARTI-CIPATE, COOPERATE
HELP, OFFER, GIVE
PROVOKES HELP
DEPENDENT
PROVOKES RESPECT
ASK HELP, TRUST
N
M
GUIDE, ADVISE, TEACH
L
O
K
ACT IN AN OVER-RESPECTING MANNER, DOCILELY
CONFORMS
P
DOMINATE, BOSS, ORDER
MANAGERIAL
PROVOKES ADVICE
RESPECT, ADMIRE, CONFORM
PROVOKES OBEDIENCE
J
MANAGE, DIRECT, LEAD
A
I
B
DO ONES DUTY OBEY
ACT CONFI-DENTLY
WEAK AND SPINELESS ACTIONS, SUBMIT
BOAST, ACT PROUD NARCISSISTICALLY EXHITION-ISTIC
PROVOKES LEADERSHIP
PROVOKES INFERIORITY
H
C
ACT SHY OR SENSITIVELY BE MODEST
G
D
COMPETE, ACT ASSER-TIVELY
F
E
EXPLOITIVE
SELF EFFACING
REALISTIC WARINESS, BE SKEPTICAL
AGGRES-SIVE, FIRM ACTIONS
PROVOKES ARROGANCE
PROVOKES DISTRUST
ANXIOUS, GUILTY OR SELF EFFACING ACTIONS, CONDEMN
SELF
REALISTIC A JUSTIFIED REBELLION, UNCONVEN-TIONAL
FRANK, FORTH-RIGHT, CRITICAL ACTIONS
EXPLOIT, REJECT WITHHOLD
PROVOKES REJECTION
PRO PASSIVE RESISTANCE
MODEST
COMPETITIVE
PROVOKES PUNISHMENT
PROVOKES HOSTILITY
TO ACT HURT OR SUSPICIOUS DISTRUSTFUL
PUNITIVE, SARCASTIC OR UNKIND ACTIONS
BITTER, REBELLIOUS ACTIONS, CONPLAIN
ATTACK, UNFRIENDLY ACTIONS
DISTRUSTFUL
AGGRESSIVE
BLUNT
SKEPTICAL
8
Figure 7-1 A Comparison of Nonassertive,
Assertive, and Aggressive Communication
9
Operationalizing the dual agenda
(1) Role definition/interpersonal relations and
(2) information exchange
Rolesdefinition
Detail Content
10
Operationalizing the dual agenda
(1 Role defraction/interpersonal relations and 2
information exchange)
Hands/Feet
Stance/Posture
Tone of voice/Speed/ Accent/ pronunciation
Roledefinition
Detail Content
Use of space/Barriers
Clothing/Hair/Appearance
Use of jargon/idioms
Eyes/Facial expression
11
Operationalizing the dual agenda
(1 Role defraction/interpersonal relations and 2
information exchange)
Automobile
The Setting
Magazines/Books
Office Furnishings
Hands/Feet
Stance/Posture
General demeanor
Tone of voice/Speed/ Accent/ pronunciation
Rugs
Height/Weight
Rolesdefinition
Detail Content
Use of space/Barriers
Age/Ethnic background
Clothing/Hair/Appearance
Use of jargon/idioms
Male/Female
Type of Organization
Eyes/Facial expression
Culture/Values